HEADLAND GOLF CLUB STRATEGIC PLAN 2017 TO 2022 - Published July 2017
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HEADLAND GOLF CLUB
S T R AT E G I C P L A N 2 0 1 7 T O 2 0 2 2 Published July 2017
STRATEGIC PLAN 2017 TO 2022 | 1
TURNING VISION INTO GOALS
MEMBERSHIP, COMMUNICATIONS CLUBHOUSE AND HOSPITALITY ORGANISATION (FINANCE /
OUR VISION AND MARKETING
• To have a diverse, active, engaged and informed
SERVICES
• To provide a well-maintained and presented
ADMINISTRATION / STAFF /
GOVERNANCE / STRATEGY)
membership. clubhouse that is improved in line with the • To ensure the Club achieves its budgeted
...The Sunshine Coast’s premier golf club, providing • To seek a membership count that reflects
Club’s wider vision. operating profit that leads to the Club
rebuilding its financial reserves to fund the
optimal course usage and presents the Club as a • To ensure provision of a customer focused, high
future needs of the golf course and clubhouse.
exceptional golf and hospitality experiences... member orientated facility. quality food and beverage service in a profitable
and friendly manner. • To provide a customer focused administration
• To operate with a membership structure that
service in a professional and friendly manner
allows for optimized use of the golf course GOLF OPERATIONS that is supported by suitable resources.
across all days of the week.
• To provide a welcoming customer focused
• To continue to develop and support a
• To develop a Junior membership offer that pro shop operation that delivers high levels of
service-focused staff that are competent,
results in continual attraction and retention of customer service and promotes the interests of
professional and accountable for their
Junior members. the Club.
performance.
GOLF COURSE • To promote the enjoyment of golf through
• To ensure the Board operates in a united,
a varied golf event program which meets the
• To continually provide a well-presented and effective, accessible and accountable manner as
needs and expectations of all members and
sustainable all weather golf course and practice it achieves the goals of the Strategic Plan.
visitors.
facilities that are being improved in line with
• To ensure all activities are linked to the Club’s
the Course Master Plan. • To ensure that the relationship between the
vision and priorities as set out in the Strategic
Club and the Professional is fair and reasonable
• To always have sufficient supply of quality Plan.
to both parties and reviewed regularly in a spirit
water available to irrigate the golf course.
of continuous improvement.
• To improve the existing clubhouse surrounds
and carparks and enhance in line with the Overall Club satisfaction of 8.4 out of 10, which compares very favourably to 7.9 from 2012. An
future Clubhouse project.
8.4 satisfaction score ranks the Club second overall in all GBAS surveyed clubs.
GBAS Member Research March 2017
STRATEGIC PLAN 2017 TO 2022 | 3
T H E F O U R S T E P S T R AT E G I C
PLANNING PROCESS
H OW W E W I L L
ACHIEVE OUR GOALS… HOW DO WE
WHERE ARE WHERE DO WE HOW WILL WE GET
KNOW WHEN WE
WE NOW? WANT TO BE? THERE?
ARE THERE?
BIG ANNUAL
CURRENT GOALS S T R AT E G Y MEASURE
PICTURE PLAN
CONTINUOUS IMPROVEMENT
STRATEGIC PLAN 2017 TO 2022 | 5
GOALS
• To have a diverse, active, engaged and informed
M E M B E R S H I P, membership.
• To seek a membership count that reflects
C O M M U N I C AT I O N S
optimal course usage and presents the Club as a
member orientated facility.
• To operate with a membership structure that
AND MARKETING allows for optimized use of the golf course
across all days of the week.
• To develop a Junior membership offer that K E Y S T R AT E G I E S & A C T I O N S
results in continual attraction and retention of
Junior members. • Commit to introducing a permanent, well • Continually examine changing demographics
supported members competition on a Sunday. within the community and golf industry to
ensure we are abreast of changing trends.
• Develop the Club’s junior program and
management process to encourage new junior ©© Continually review entrance fee and
membership and to convert junior program need for periodical promotions.
participants to junior membership.
• Continue to invest clubs funds in marketing to
• Re-promote new member mentor program and appropriately promote the Club.
new member referral schemes.
Membership Profile: ©© Examine improved usage of Social Media
• Review membership category offering, prepare to exploit all opportunities.
77% Male / 23% Female
and recommend new membership categories or
Average age 58.4 years • Continue focus on Ladies SWING Program
changes as necessary.
and Men’s SMING Program as a pathway to
Average length of membership 12.4 years ©© Consider introduction of lifestyle new members.
36% Have joined in the last 4 years membership.
56% Live within 5km of the Club ©© Understand implications of potential
new lower access categories.
GBAS Member Research March 2017
STRATEGIC PLAN 2017 TO 2022 | 7
GOALS
• To continually provide a well-presented and
sustainable all weather golf course and practice
facilities that are being improved in line with
the Course Master Plan.
• To always have sufficient supply of quality
water available to irrigate the golf course.
• To improve the existing clubhouse surrounds
and carparks and enhance in line with the
future Clubhouse project.
K E Y S T R AT E G I E S & A C T I O N S
• Develop a new Course Master Plan that • Provide a course budget that allows for
incorporates the following: improvement in daily presentation outcomes
and overall course objectives to be achieved.
©© a Water Management Plan that improves
water storage and supply options; ©© Develop document that details expected
daily course presentation standards.
©© extended practice facilities;
• Consider Clubhouse surrounds improvement
©© improved practice putting area / practice
activities in accordance with budget once
The Golf Course is the department that is nets;
outcomes of Clubhouse Project are known.
GOLF COURSE most important to members in terms of
their overall club satisfaction.
©© addresses golf balls reaching Golf Links
Road from the 1st hole;
GBAS Member Research March 2017 ©© potential alternate use of existing practice
area for creation of new income streams;
Favourite Holes – 12th (19%), 6th (12%) ©© other course design / improvement
Least Favourite Holes – 17th (21%), 9th (16%) alterations.
STRATEGIC PLAN 2017 TO 2022 | 9
GOALS
• To provide a well-maintained and presented
clubhouse that is improved in line with the
Club’s wider vision.
• To ensure provision of a customer focused, high
quality food and beverage service in a profitable
and friendly manner.
K E Y S T R AT E G I E S & A C T I O N S
• Clubhouse Project: • Continue to focus on outcomes achieved in
department subsegments:
©© Seek a qualified opinion of the current
Clubhouse Master Plan, including ©© Club Functions - Deliver a targeted and
estimated cost to deliver. Incorporate review profitable function program that provides
of clubhouse services (plumbing, electrical, opportunities for social engagement.
toilets, staff requirements etc) to understand
©© External Functions - Optimise the number
how adequate they are in catering for
of external events (members or guests) with
potential future expansion.
a particular focus on profitable events (eg
CLUBHOUSE & Satisfaction for the golf course and clubhouse ©© Understand potential development weddings and corporate/group golf ).
opportunities for a new clubhouse.
& surrounds both declined slightly from ©© Gaming – Monitor outcomes achieved from
• Pending the outcome of the Clubhouse Project, the gaming services.
2012. The golf course and clubhouse &
H O S P I TA L I T Y surrounds appear to be the two departments
Finance and House Committees to develop a
project list to improve the internal appearance
of the club house including making the building
• Review access to limited food & beverage services
prior to 10am.
where improvements could materially
more “family friendly”. • In line with Clubhouse project investigate
improve club satisfaction. potential addition of outdoor wedding gazebo.
GBAS Member Research March 2017
STRATEGIC PLAN 2017 TO 2022 | 11
GOALS
• To provide a welcoming customer focused
pro shop operation that delivers high levels of
customer service and promotes the interests of
the Club.
• To promote the enjoyment of golf through
a varied golf event program which meets the
needs and expectations of all members and
visitors.
• To ensure that the relationship between the
Club and the Professional is fair and reasonable
K E Y S T R AT E G I E S & A C T I O N S
to both parties and reviewed regularly in a spirit
• Build social golfer database to promote • Investigate potential merger of the men’s and
of continuous improvement.
membership options. ladies match committees.
©© Seek to increase green fee golfer contact • Continue measuring cart fleet utilisation and
details. investigate potential expansion of club-owned
Pro Shop customer service and Pro Shop cart fleet.
• In line with Clubhouse considerations
presentation both with a satisfaction score investigate the development of an indoor • In line with the membership plan, ensure
of 9.1 out of 10 were the highest of all areas teaching bay. a co-ordinated approach to new junior and
adult members by the golf shop and club
GOLF
surveyed. • Ensure communication between the Pro Shop
administration.
and Match Committees is optimised.
GBAS Member Research March 2017 • Investigate motorised cart housing alternatives.
• Conduct a full review of the weekly golf
O P E R AT I O N S Rounds are trending upwards on all days,
schedule.
©© Continue to review the member golf
©© Re-promote member pre-paid cart usage
plan.
with the course now at capacity 2 days a program for relevance and variety. • Seek to grow the average public green fee
week. There is material space on a Sunday. achieved.
• Define club pace of play goals and
GBAS Member Research March 2017
communicate to membership. ©© Review visitor and member’s guest green
fee pricing.
STRATEGIC PLAN 2017 TO 2022 | 13
GOALS
• To ensure the Club achieves its budgeted
operating profit that leads to the Club
rebuilding its financial reserves to fund the
future needs of the golf course and clubhouse.
• To provide a customer focused administration
service in a professional and friendly manner
that is supported by suitable resources.
• To continue to develop and support a
service-focused staff that are competent, K E Y S T R AT E G I E S & A C T I O N S
professional and accountable for their
performance.
• Ensure continued development of a 3-Year • Investigate governance training for Board
• To ensure the Board operates in a united, Financial Plan to be approved with the annual Members.
effective, accessible and accountable manner as budget each year.
it achieves the goals of the Strategic Plan. • Ensure a wide range of skills and experience is
• Ensure longer term budgets and cash flow provided by Board / Sub Committee members
• To ensure all activities are linked to the forecasts are developed with a bottom line up through appropriate succession planning.
Club’s vision and priorities as set out in approach, with such approach to better deliver on
the Strategic Plan. • Investigate club IT system alternatives.
meeting the financial short term and long term
O R G A N I S AT I O N goals.
• Consider directing Joining Fees directly to the
• Explore potential wider use and broadening the
scope of the Club’s Future Fund.
Future Fund. • Ensure the Strategic Plan is reviewed and updated
in February/March every year.
( F I N A N C E / A D M I N I S T R AT I O N / Income growth hasn’t been driven by
subscription growth, it has been driven by
• In line with the Course Master Plan review process
and Clubhouse review process, consider alternate
S TA F F / G O V E R N A N C E / S T R AT E G Y ) growth in green fees, cart fees and competi-
revenue sources.
• In positioning the Club as the Coast’s premier
tion fees. club, investigate increased staff training and team
GBAS Member Research March 2017 building opportunities.
STRATEGIC PLAN 2017 TO 2022 | 15
Phone: 07 5444 5800 | Email: golf@headlandgolfclub.com.au | www.headlandgolfclub.com.au
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